FY22 Police Budget Presentation - City of Burlington, VT
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FY22 Police Budget Presentation
1. Mission
2. Org Chart
3. Staffing
4. FY22 Budget
5. FY20 vs FY22
6. CSOs
7. Training
8. Incidents
a) Incident Volume
b) Internal vs External
c) Serious Violent
d) Partners
9. Projects
10. Questions?
May 21, 2021 – all data preliminary & subject to change
MISSION
Mission:
“We are committed to policing with the citizens of Burlington
to achieve a safe, healthy and self-reliant community.”
The police exist to keep people safe by preventing
and responding to crime and disorder, with and for
their neighbors.
Values:
INTEGRITY - We adhere to the highest ethical standards, assuring the
community that their public trust is well founded.
SERVICE - We provide the highest level of service and protection to all
people in a competent, courteous manner, tempered with
compassion and understanding.
RESPECT - We treat all persons with dignity and respect by promoting
equality and fairness both inside and outside the Department.
CREATIVITY - We engage in problem-solving as our primary strategy,
involving the community in identification of the problems, the best
solutions and their implementation.
May 21, 2021 – all data preliminary & subject to change
ORG CHART Chief of Police
(acting)
Deputy Chief Ops Deputy Chief Admin
(acting)
Exec Ass’t to COP
Area Lieutenants (4) Admin Lieutenant DSB Lieutenant
Victim’s Advocate
Community Liaison Ass’t to OIC Records Unit (4) Training Coordinator
BIAP Sgt Patrol Sgts (7) CUSI Sergeant DSB Sgt
DVPO (1) BIAP Officers (7) Patrol Officers (43) Recruitment Ofc (1) Ofc (injured) (1) CUSI Detectives (2) Detectives (8)
CSO (2) ECM ID unit (2)
VFH (0.5, vacant) Emergency
Communications
Specialists
27.2 NON-SWORN FTEs (9 FT; 3 vacant) 82 SWORN OFFICERS
Business Manager As of April 01 2021.
Less four on military leave; less
one with long-term injury
Inventory Control Tech Specialist Netw. Adm (vacant) Accountant Acc’nt Ass’t (0.2) 77 EFFECTIVE
Apr 01, 2021 – all data preliminary & subject to change
STAFFING EXPLANATION
As of April 1, 2021, BPD had 82 sworn officers on
staff. This is down ten from our headcount at the
time of last year’s budget and down ≈ 15 from
our historical average. Among the 82 officers are
officers who are on long-term military leave,
administrative duty from long-term injuries, and
terminal leave using accrued time. Therefore,
“on staff” is different from the “EFFECTIVE”
number of officers, i.e., officers who can be
immediately deployed in the field. That number
is currently ≈77. We have lost our swing shift, our
Street Crime Unit, and reassigned all specialized
roles except for the DVPO to patrol.
We have calculated attrition at seven (7)
officers.
Apr 01, 2021 – all data preliminary & subject to change
FY22 BUDGET
FY22 PROPOSED
FY20 ADOPTED FY21 ADOPTED FY22 PROPOSED
Uniform & Equip
TOTAL BUDGET * $17,926,954.00 $17,057,451.00 $16,176,964.00
SALARY &
$16,847,950.00 $16,140,046.00 $15,207,523.00
BENEFITS
UNIFORMS &
$769,204.00 $685,630.00 $653,541.00 Salaries & Benefits
EQUIPMENT
TRAINING &
$139,000.00 $60,975.00 $145,600.00
RECRUITMENT
UTILITIES $170,800.00 $170,800.00 $170,300.00
* Expense budget SALARIES & BENEFITS UNIFORM & EQUIPMENT
TRAINING & RECRUITMENT UTILITIES
For FY22 we are looking forward to several budgetary opportunities, like restoring training levels, onboarding new Community
Service Officers as part of the Public Safety Continuity Plan, and hiring a Public Records Request specialist (aka Redaction Specialist).
May 21, 2021 – all data preliminary & subject to change
FY22 BUDGET vs FY20 BUDGET
FY20 to FY21
FY20 – 105 SWORN OFFICERS FY22 – 82 SWORN OFFICERS*
Δ
We expect $777,000 in savings when comparing OT
Salary $7,340,175 Salary $6,414,434 ($925,741)
the FY22 budget to the pre-pandemic FY20 Overtime $566,500 Overtime** $800,000 $233,500
budget. This preliminary budget would invest Attrition ($260,000) Attrition*** ($463,876) ($203,876)
those savings in: Class A retirement $3,022,134 Class A retirement $2,913,645 ($108,489)
Two Park Rangers – $111,650 Subtotal $10,668,809 Subtotal $9,664,203 ($1,004,606)
Expanded mental health services reserve – $400,000
Reserve for implementing BPD assessment – $265,350 21 NON-SWORN FTEs 29 NON-SWORN FTEs****
$1,131,578 $1,459,033 $327,455
* Staffing as of Apr 1: one vacant Lt position to be filled by one of current 82 Attrition ($100,000)
officers and patrol officer position will remain vacant
** Based on FY21 actuals, running approx $200K/Q Subtotal $1,131,578 Subtotal $1,359,033 $227,455
*** Expect 12-13 officers to leave by end FY22 plus gap in hiring (averages 7
officers for entire FY)
**** Includes 6 FT CSOs full year, 4 FT CSOs half year, 1 FT CSL full year, 1 FT TOTAL POLICE UNIFORM SERVICE TOTAL POLICE UNIFORM SERVICE
Redaction Specialist full year. Does NOT include dispatch. $11,800,387 $11,023,236 ($777,151)
May 21, 2021 – all data preliminary & subject to change
CSO PILOT PLAN ONBOARDING
The City Council authorized the BPD to hire ten additional Community
Service Officers, or CSOs. We have budgeted for six CSOs in FY22
Q1/Q2, and four CSOs in Q3/Q4.
BPD already has two CSOs on staff. On average, they each respond to
620 incidents each per year. In 2019, the total universe of incidents to
which they could have theoretically responded was approximately 2,600,
or 10% of total incident volume. In other words, the two CSOs currently
on staff handle about half the full universe of calls to which they are
authorized to respond. This pilot plan envisions expanding the number of
CSOs to ten and expanding the universe of incidents to which CSOs can
potentially respond to approximately 15-20% of total volume.
Hiring and training a CSO takes 7.5 months. The City has posted for the
position and already has interested parties. Maintaining hiring standards
is nonnegotiable, but we are hopeful that hiring will occur in FY22 Q1,
with possible deployment in Q3.
May 21, 2021 – all data preliminary & subject to change
TRAINING
In FY21, we experienced a 70% reduction in our training budget. A return to standard levels in FY22 will ensure that we
provide the best service to the community and help us to retain our most talented staff.
As FY21 ends, BPD is completing a six-unit iterative implicit bias and anti-racism curriculum
with Treste Loving, of The Institute for Racial Equity.
In FY22, BPD is eager to send officers to or provide trainings we canceled or had to
forgo in CY 2020 because of the pandemic and budget constraints:
• Leadership Development • Field Training Officer (FTO)
• Supervisor & Management • Crisis Negotiation
• Active Shooter Response • Less than Lethal Munitions
• PERF ICAT – deescalation tactics • Internal Investigations
The Vermont Criminal Justice Council’s Rule 13 requires all officers to complete 30
hours of training to keep their Level III Certification. BPD routinely exceeds that:
• First Aid/CPR • Fair & Impartial Policing
• CEW (Taser) • ARIDE Certification
• Firearms Qualification (state minimum is 8 hr course; BPD does 20 hours)
• Use of Force Tactics (state minimum is 4 hours; BPD does 10 hours)
May 21, 2021 – all data preliminary & subject to change
INCIDENT VOLUME TRENDS 40,000 37,324
TOTAL INCIDENTS
.
37,131
35,000 32,671
29,633
30,000 28,458
31,075 31,390 23,578
29,118
For the past six years, the BPD has purposefully engaged in fewer enforcement 25,000
26,857 22,356
26,489
20,000
contacts and more hands-off policing. Fewer car stops, fewer tickets, fewer
15,000
arrests. In the six-year period from 2015 to 2020, the total number of
10,000
incidents decreased 37%. But much of this was the result of intentional 5,000
reductions in discretionary police activities, not the result of citizens calling -
2015
. 2016
. 2017
. 2018
. 2019
. 2020
.
less frequently. From 2015 to 2019, a purposeful 68% decrease in traffic stops
Purple line is total incidents minus Traffic, showing a much flatter
was responsible for nearly half of the total decrease in incidents. trend, although 2019-2020 remains steep owing to COVID-19
Traffic Stops VCVCs / VMCs / other tickets Arrests
7,000 1,800 2,500 2,168
6,249
6,000 1,600 1,597
5,741 1,884
1,400 2,000 2,355
5,000 1,619 1,627
1,200 1,088
4,000 1,500 1,159
3,553 1,000
2,776
3,000 800
2,019 507 1,000
600
2,000 1,222 343 350
400 154 500
1,000 200
0 0 0
2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020
May 21, 2021 – all data preliminary & subject to change
INTERNAL vs EXTERNAL INCIDENTS
Priority 2 & 3 Incidents, Int vs Ext
25000
22162
23146 19259
20000 21375 23016
21720 22456 21429 22125
Most of the decrease in incidents comes from reductions in
15000
internally-generated incidents, rather than from externally-
generated incidents. In other words, the decrease in incidents is 10000 12898 12430
11295 12376
NOT because citizens are calling police less often. 5000
8890 8502
6549
4746 2677
0
The decrease stems from changes in how officers interact with 2012 2013 2014 2015 2016 2017 2018 2019 2020
the public. BPD officers have heard their neighbors’ desires for External Internal
less intrusive contact, and have listened.
Priority 1 Incidents, Int vs Ext
But it is also important to note that Priority 1 incidents—the
1800
most serious—have remained flat. In fact, from 2019 to 2020, 1600 1451 1560
1306
Priority 1 increased by 4%, even as Priority 2 and Priority 3 1400
1497 1561 1569
1200 1579 1515 1489
were down by 18%.
1000
800
In the first four-and-a-half months of 2021, the overall 600
400
downward trend has continued. 200
122
122
87
89 47
192 211 140 44
0
2012 2013 2014 2015 2016 2017 2018 2019 2020
External Internal
May 21, 2021 – all data preliminary & subject to changeSERIOUS VIOLENT INCIDENTS
Aggregated Domestic Incidents Disturbance Fel Assault
800 1200 60
643 996 50 51
700 604 972 884 48
1000 50
600 644 45
677 796 864 38
800 40
500 583 542
751 37
400 600 30
300
400 20
200
200 10
100
0 0 0
2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020
Robbery Sex Assault Gunfire Incidents
40 80 14
37 12
35 70 60 12
30 60 66 73
10
27 22 59 59 46
25 50
8
20 20 40
6 5
15 17 16 30
10 20 4 3
2 3
5 10 2 1
1
0 0 0 0 0
2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2012 2013 2014 2015 2016 2017 2018 2019 2020
In which a bullet struck someone and/or evidence exists that a firearm
was discharged at a person or recklessly. Excludes suicides, self-inflicted
May 21, 2021 – all data preliminary & subject to change gunshot wounds, hunting discharges.INCIDENTS WITH PARTNERS
1,117-incident overlap
23,578 incidents Of the 23,578 Police
incidents, about 8.5% (or ≈
Collaboration is important, 7,552 incidents 2,000) were categorized as
and so is how BPD works having a “mental health”
with partners. component.
In 2020: Fire/EMS Police BPD is eager for entities like
• Police recorded 23,578 First Call, Street Outreach,
incidents and city-based Community
• Fire and EMS recorded Support Liaisons to respond
7,552 incidents, or 32% to more of these incidents,
of BPD’s volume. but in many cases police are
called not only because
There were 1,117 “overlap they’re currently the only
incidents,” to which both Mental Health ≈ 2,000 incidents agency available, but
agencies responded. because the incidents are
too dangerous for other
services to go alone.
Circles to scale, volume ≈ area; overlap area estimated
May 21, 2021 – all data preliminary & subject to changePROJECTS Begun in autumn 2019, Vision 2020 was an internal,
employee-led CAT scan of the BPD. Implementation was
hampered by the pandemic, but its recommendations can
be reevaluated as funding becomes available.
“Project: Reset” created a new property/evidence tracking
system, a media relations team, and leveraged additional
Project: Reset training opportunities. COVID-19 prevented a lot of the
training, but BPD hopes to reengage.
The Benchmark Analytics system was approved by the City
Council and is currently being implemented. It consolidates
records for training, use of force, citizen complaints, internal
investigations, and employee evaluations.
BPD is working to identify, vet, hire, and train ten new
Public Safety Community Service Officers (CSOs) and one Community
Support Liaison (CSL). We envision the possibility of a new
Continuity Plan public safety paradigm with unarmed staff potentially
handling 15% or more of current incidents.
The CNA “full operational and functional assessment” of the
BPD required by the City Council is in full swing. The BPD
and the City have provided large quantities of information,
and many employees have conducted interviews with CNA’s
staff. We eagerly await results.
May 21, 2021 – all data preliminary & subject to changeQUESTIONS AND DISCUSSION May 21, 2021 – all data preliminary & subject to change
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